Whatever creativity is, it is in part a solution to a
problem. Brian
Aldiss (1925 - )

What is it that enables some people to make good business
decisions more effectively, more often, than others? Great leaders in the public
service, business, and the non-profit sectors, remind us that an effective
decision-making process is the key to solving problems for any organization.
Effective organizations, both large and small, search for leaders who have good
problem solving skills.

In the past, the process of making good decisions was handed
down from generation to generation – by individual managers and through
organizational practices. Today's mobile, increasingly entrepreneurial workforce
has not enjoyed the benefits of this type of mentorship. Middle management
layers have been eliminated, and training budgets slashed. The velocity of
business today pressures us into thinking we can (and must) skip steps in the
decision-making process for the sake of expediency. As an executive at Apple
Computer and Netscape Communications, I learned that skipping steps doesn't save
time. The "quick and dirty" approach ultimately takes longer, and as a
result, produces fewer viable solutions.

James Briggs brought his pioneering experience creating new
markets for IBM, to mentor decision-makers in Silicon Valley - working with
start-ups as well as established companies. Organizations like Oracle, Seagate
and Netscape have used this decision-making approach to capitalize on
opportunities and to address challenges around the world.

Few executives can effectively teach to others what they
themselves have learned. Mr. Briggs is the exception.

Use the real-world techniques outlined in this book and
establish yourself as one of the effective leaders in your community.

ABOUT THE AUTHOR

James Briggs is the President of Decision Concepts, a
consultancy specializing in decision skills development.

His 30 year management career has been in business side of
high technology, first with IBM and subsequently as an independent consultant in
Silicon Valley. He has extensive international experience on three continents,
including multiple resident management assignments in Japan and China.

He holds BA and MA degrees in Chinese studies from Stanford
University.

Mr. Briggs lives in the San Francisco Bay Area with his wife,
Dorothy, who operates her own commercial facilities support business. They have,
to date, nine grandchildren, all of whom are extraordinarily attractive and
brilliant.

CONTENTS

Acknowledgements

Preface

1 Overview

2 Descriptions: (Enhanced) Conventional vs. Outside the Box

PART I: Using the (Enhanced) Conventional Critical Analysis
Approach

3 (Enhanced) Conventional: Problem Definition

4 (Enhanced) Conventional: Problem Classification

5 (Enhanced) Conventional: Model Selection

6 (Enhanced) Conventional: Model Development

7 (Enhanced) Conventional: Solution Statement Preparation

PART II: Using the Outside-the-box Critical Analysis Approach

8 Outside-the-Box: Breakthrough Opportunity Identification

9 Outside-the-Box: Scenario Creation

10 Outside-the-Box: Scenario Testing

11 Obstacles to Thinking Outside-the-Box

12 Outside-the-Box: Learning to Think Outside-the-Box

PART III: Tools, Laws, and Appendices

13 The Laws of Problem Solving

14 The Fast Track Tool Box

Appendix A: Definitions

Appendix B: Model Type Profiles

Appendix C: About the Author

Critical Analysis in Decision-Making: Conventional and
"Outside the Box" Approaches to Developing Solutions to Today's
Business Challenges by: James Briggs 234 pages,
ISBN: 978-1-55270-116-4; softcover; published in 2002; Canadian $48.95.